organization knew it was time to go beyond stopgap repairs. ;e drums were
“very unreliable, and they were impacting re;nery economics,” says Greg Roos,
PMP, the project’s engineering manager. (He’s now a downstream manager of
internal audits and assessments at Chevron in San Ramon, California, USA.)

Replacement was the only way forward, so the organization green-lighted a
US$150 million project to produce, ship and install new drums. But replacing
the massive equipment came with massive obstacles. ;e project team needed
to deliver the drums on a compressed schedule—while keeping safety top of
mind. And it had to move the drums, each the size of a three-story apartment building, through a densely populated urban area without destroying the

“We’re one of the biggestsuppliers in this area, so it’svery important for us tomeet our commitments toall of our customers.”